A common structure at many advisory firms is for the owner to handle most of the sales and prospecting, while employee advisors focus on delivering planning and analysis for existing clients. While this model can work well in the early stages of a firm, it often becomes a bottleneck over time, limiting growth to the firm owner’s marketing capacity and leaving employee advisors underprepared for more senior roles that require business development skills. Empowering employee advisors to contribute to growth not only helps the firm scale more sustainably, but can also create a more fulfilling career path for the advisors themselves.
The challenge, however, is that many employee advisors have limited networks, less business development experience, and fewer natural opportunities to generate referrals. Which means firms that want to support advisors in building marketing skills may need to offer more than just encouragement — they may need to provide structure. One of the most effective ways to do that is by directing the advisor toward a specific niche. When advisors focus on a clearly defined audience, they’re more likely to stand out, speak to real pain points, and attract clients without needing deep personal connections.
In addition, encouraging a niche focus can help the firm deepen its presence within a broader market. For instance, while a firm may serve the healthcare industry generally, an employee advisor might focus specifically on nurses, allowing the firm to connect with a more specific segment without undermining its larger brand. That said, firms will want to be thoughtful about how the niche aligns with the firm’s overall mission, pricing, and the financial characteristics of the target audience.
Once there’s alignment on the niche, the next step is to support the advisor with a focused marketing plan. This includes public positioning, such as creating a dedicated webpage or updating directory profiles, as well as a set of measurable outreach activities to help the advisor gain traction. Setting realistic expectations, defining specific outreach goals, and supporting the advisor along the way can all help build confidence and momentum.
One helpful structure for getting started is the “Who, What, How” framework: identifying who the advisor wants to reach, what message will resonate most with that audience, and how to connect through consistent, intentional outreach. This gives the marketing process a repeatable foundation that’s easier to sustain over time.
Ultimately, the key point is that while developing business development skills takes time, an employee advisor with the right support, structure, and strategic focus can grow into a powerful contributor to the firm’s long-term success — opening new doors for firm growth, team development, and future leadership that’s built from within!
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